Your parent company has been around for more than 135 years. Why has it been able to thrive for so long?
There is a Richard J. Donohoe quote on the wall of our employee lounge that reads, “People are why things happen and…relationships are the most important part of business.”
Our company’s focus on our people, customers and partners is the reason why we will soon be celebrating our 140th anniversary. Although we now have six operating divisions (Donohoe Hospitality, Donohoe Development, Donohoe Construction, Donohoe Commercial Real Estate Services, Complete Building Services and Borger Residential), we still operate like a family business.
Why have you stayed with the company so long? What was your path to get to where you are now?
In addition to creating opportunities for me to learn and expand my abilities, the company has supported my desire to do the same for others. I am incredibly proud of the diverse team of leaders we have assembled both at the property level and the home office. I believe it is important for those at the entry level of our business to see individuals who look like them in positions of senior leadership. Our boardrooms should mirror the diversity of our break rooms.
I joined the company at the age of 21 years old as a deli manager. I spent my first eight years moving up within the food and beverage department, followed by 13 years of running hotels in downtown Washington, DC. Throughout my time in the business, I have been very active in the state-level hotel association and local politics. As a native Washingtonian and a leader in the business, I oftentimes was called upon to advocate for issues of importance to our industry and help local elected officials understand its significance. For the past six years, I have had the privilege of leading our hotel company. Over the past 36 months, we have grown the number of rooms under management by 60%.
How was your company able to make it through the pandemic?
The pandemic was one of the darkest chapters in the history of our business. It was particularly challenging for some of our hotels near the U.S. Capitol that had to deal with security concerns posed by the events of Jan. 6. Although it was admittedly a painful period for our team as we closed hotels and worked through an extended period of low occupancy, I am proud of the way we worked together to keep everyone safe, maintain employee benefits and get our people back to work as quickly as business would allow.
Supporting the local community is very important to you. Why do you think that is? In what ways have you given support?
Vernon Jordan once said, “You are where you are today because you stand on somebody’s shoulders. And wherever you are heading, you cannot get there by yourself. If you stand on the shoulders of others, you have a reciprocal responsibility to live your life so that others may stand on your shoulders. ” I believe this to be true, and I am seeking to meet this reciprocal responsibility.
My parents always instilled in us the need to lift others as we climb. Twenty-five years ago, I was a founding member of the then-Marriott Hospitality Public Charter High School. Today, we have six NAF Academies of Hospitality and Tourism in DC. We have roughly 500 high school students learning about the hotel business from operations to ownership.
I was very excited to be work alongside the Marriott Family Foundation, Howard University and industry leaders in launching the Marriott-Sorenson Center for Hospitality Leadership at Howard University. In addition to receiving a quality education from an institution that has produced some of our brightest minds, the students will receive exposure and mentorship from C-level executives and owners in our industry.
Sustainability is an important part of your business operations. Why is that?
Sustainability allows for us to deliver a cleaner, safer and more enjoyable environment for our guests, while enabling us to realize efficiencies. At Donohoe, sustainability is a core value.
Attracting and retaining labor is a problem throughout the industry. How do you work to solve these issues?
We attract and retain talent through sharing the stories and experiences of leaders throughout our company. I started my career as a dishwasher. In addition to letting our dishwashers know they, too, can move up in our company, we are creating accelerated tracks to expedite the pace of upward mobility. Lastly, we have hired senior leaders to help us rebrand our industry and business to be more attractive to those who might have a less than good perception of the hotel business.
What’s the best advice you have ever received? What advice do you have for young professionals?
Dr. King once said, “My dream for a better world is leaders who are inspired, authentic, moving purposefully toward missions that matter to create a better world for all.”
My advice is to be purposeful. Be prepared. Be focused. Be courageous. Be persistent. Be resilient. Be determined. Be engaged. And, most of all, be kind
